from the OGC full-time, as well as representatives from every business area and unit. As
activities were cascaded down through the
organization, people were tasked with various
parts of the work. The responsibilities of the
legal department were focused on creating
new entities, “cloning” country operations,
moving cash and assets, assigning or “cloning”
contracts, and allocating 50,000 patents and

15,000 trademarks. Although the separation
touched everyone in the OGC, the core team
numbered about 100.

Its members leveraged many of the technology
tools already in use in the OGC, including:

• TeamConnect for matter management and
e-billing

• Anaqua for IP management

• Salesforce.com for IP licensing and sales

• Autonomy for e-discovery

• Apttus for contract management.

The OGC also implemented a project management tool, Midaxo, which is used to plan and
monitor merger and acquisition transactions.

Coupled with the department’s well-establisheddiscipline around project management, thetool was used effectively to manage thethousands of steps necessary to complete theseparation.

To plan its own separation, the OGC
implemented an online time-recording survey
to determine the nature of work performed by
OGC teams to provide a basis for staffing the
two new legal teams. The tool was deployed in
a matter of days and the results were used to
determine the staffing models of the two new
teams and their respective cost structures.

Perry notes that it was also necessary to clone
all systems in order to complete the operational
separation. That work involved roughly 80
applications and more than 300 SharePoint
sites, with no business interruption.

“There was essentially no advance notice [of the
separation] except for a very small team,” says
Schultz. “The fact that we were already trying
to get to the desired state for running a legal
business—on our mission to become a more
effective legal organization—facilitated our
ability to do the separation.”

“Had we not laid the foundation, I don’t know
how we could have achieved the separation
the way we did,” says Perry.

The legal department handled the majority of the work of the largestcorporation in history in-house, resulting in a separation that camein $40 million under budget. The OGC operations team maintained astrategic focus on talent, tools, and processes.